Turnaround Interview®Turn off your people problems, not your people

They’re really great people but…

•They’re always late•They’re wearing sweatpants and flip-flops•They forget their safety glasses•They don’t complete the paperwork•They’re on Facebook all morning…

They’re really great people but…

•They’re always late•They’re wearing sweatpants and flip-flops•They forget their safety glasses•They don’t complete the paperwork•They’re on Facebook all morning…

We all face the problem

Would they have told you in the job interview about what they’re doing now?

Would they have told you in the job interview about what they’re doing now?

Some folks change the deal on you… I’m going to stop at

Timmie’s and cruise in around 10, okay?

Avoiding Corrective Action:Broken Windows Theory

A controlled, focused, adult to adult conversation that produces commitments people want to keep.

A controlled, focused, adult to adult conversation that produces commitments people want to keep.

Turnaround Interview® is a habit-breaking tool…

…So you can avoid discipline

Routine, “bad habit” offenses

Serious offenses

Disciplinary action or dismissal

Fixes most small

problems

For big problems or small ones that don’t respond

We learn defensive tactics as kids

We perfect them as teens

And we use them at work

We learn defensive tactics as kids

We perfect them as teens

And we use them at work

People are predictable

Defensive reactions

Deny it!

But I didn’t touch the

cake!!!

Trivialize it! [and attack]

It’s only 10:30. And none of the other Moms hassle their

kids!

Say you can’t help it!

Mom, Dad? Hi, it’s me. First

thing…this is so totally not my

fault. I like just couldn’t help it…

Say you’ll try real hard and escape!

I’ll REALLY sorry and I’ll really try. Are we done?

Grown-ups use the same tactics

Late??? When was

I late.

I can’t afford a

new car…

It’s just a few

minutes…

I’ll try to be on time.

The steps of the Turnaround Interview®

Key Question Defense Aim

Step 1I think we agree that this has happened X times in Y weeks. Right?

Denying the behaviour

Agreement to a pattern of incidents – to change something one must first agree that it is being done

Step 2Do you agree this shouldn’t go on forever?

Trivializing / attacking your right

Agreement to the need to change – rejecting the consequences of not changing

Step 3 What could you do to eliminate / control this behaviour?

Denying control over the behaviour.

Problem Solving – A menu of constructive steps

Step 4 What does it make sense to do now?

Vague promise / easy out

A measurable commitment - The employee must promise to do something you can measure by a certain time.

Close You made a promise here today. It takes courage to change a habit. You word is good with me. I respect your commitment. I’m counting on you.

Emotional attachment to the solution – personal pride is the only sustainable motivator.

Reminder: When to do a TI®• Minor issue

– It doesn’t require discipline• Pattern is forming

– NOT a single incident. Deal with isolated minor incidents by informal coaching.

• You have made notes of previous coaching– A TI® needs several concrete examples

of the behaviour. They shouldn’t be a surprise

Controlling the conversation•Setting•Body language•Voice•Getting under way

Getting underway

You’re probably wondering why we’re here, so l’ll get to the

point

You probably don’t realize how often we’ve talked about this, but take a look at this…

I’ve noticed that you’re starting to struggle

with...

Step 1

Can we agree that this has happened X times in Y days / weeks?

•Use document to break negative body language

•Question without asking questions

•Lock in

•Use document to break negative body language

•Question without asking questions

•Lock in

Step 1: It’s happening a lot

Step 1 defensive reactions

But I had an excuse!

I recall this one but not the others!

Whatever – if you say

so…

[Sniffle]

Step 2

Can we agree that it shouldn’t go on forever?

Step 2: Yeah, it shouldn’t go on forever…

Step 2 defensive reactions

What about everyone

else?

I’ll just work late then…

It’s only a few

minutes…

What about the big stuff going on?

Step 3

What could you do to [do the right thing]?

Don’t take the job away from the employee

Ask “what else?”

Prepare for defences

Don’t take the job away from the employee

Ask “what else?”

Prepare for defences

Step 3: Inviting the employee to take control

Step 3 defensive reactions

That’s just the way I

am…

Maybe you could drive

me to work…

I don’t know...

Why are you

harassing me?

MORE Step 3 defensive reactions

I live 80 km away and

have an old car

Can I go think about

this?

What do you want me to do?

You’re so right. You

care so much

Step 4

What does it make sense to do now?

“I’ll try” or “I’ll just fix it” are not acceptable answers.

Also, you need agreement to a reasonable measure.

“I’ll try” or “I’ll just fix it” are not acceptable answers.

Also, you need agreement to a reasonable measure.

Avoiding the dodge…

The Critical Closing

Amplifying the commitment

Amplifying the commitment• Stress to the employee the commitment that has just been made.

• Use sincere words that create a powerful emotional reaction and attach to the person’s sense of character:– “I’m really impressed by what you’ve

done here. You made a real promise to me. It takes courage to commit to change a habit and to keep your word. I respect that. I’m counting on you.”

Special strategies for attendance

What do you expect? I’m not a doctor.

I can’t help missing time.

Locus of Control

Internal locus

I control my own future and shape my own world.

External locus

The world won’t let me do what I want.

Guiding the employee to take control

• Does your doctor know how much time you’re missing?

• What would she do if you showed her this summary?

• Would it make sense to find out?• When could you make an

appointment?• What about doing it now?• What will you ask?

– That’s a great question! Why don’t we write it down so we don’t forget.

Another attendance strategy

• Ask the employee:– Look at the number of days you

have missed...– Was there a medical NEED to be

off on every one of those days?– Is there anything you COULD do to

reduce the number of days missed?

•Appeal to the sense of personal integrity

• Change the internal dialogue

•Appeal to the sense of personal integrity

• Change the internal dialogue

The power of commitment

Questions…

1-800-310-8168ti@montanahr.com